Values vs Beliefs

8/6/2019 Values vs Beliefs

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Team building interventions

The purpose of teambuilding interventions is

to improve the effectiveness of a project team

by building better working relationships,

better understanding and alignment among

members, improved communications, and

improved trust. If these goals are achieved,

project risk is substantially diminished.


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Matrix structure


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A process is a documented, proven methodology for producing aproduct or accomplishing a task. Take for example a restaurant. Therestaurant has a process, a recipe for producing each of its products. If

the recipes are complete and correct; the restaurant can survive thetemporary or permanent loss of its head chef, its sous chef or its pastrychef. The restaurant should also have a documented, provenmethodology for its major non food preparation activities such as:

a) Closing up at night

b)Major cleaning of the walk in cooler

c)Major cleaning of the ovens d) Training new employees at all job levels

A process based organization carries this out for all activities within theorganization.A process based organization strives first for consistencyFrom consistency comes both cost control and quality, Fromconsistency and quality with the cost control plus good market

research and customer feedback comes profitability and business.A

process based organization always scores high on quality and customersatisfaction measures.


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Large group intervention

One of the most interesting breakthroughs inOrganization Development (OD) methods in

recent history occurred in the 1980s and 1990s.OD practitioners working with systemic problemsin organizations developed methods for bringingtogether the system, all the concerned partiesor stakeholders, in one place to make decisions

about the issues facing them. Until the 1980s, change work often occurred

within organizational departments or units.


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Values Vs Beliefs

People use both to guide their actions and behavior and toform their attitudes towards different things, but they areessentially different

Beliefs are the convictions that we generally hold to betrue, usually without actual proof or evidence

Religious beliefs could include a belief that God createdthe earth in seven days, or that Jesus was the son of God.Religions other than Christianity also have their own set ofbeliefs.

Non religious beliefs could include that all people areequal .


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Levi-Strauss is a company that did engage in apurposeful culture change process. In 1985, a group of

minority and women managers requested a meetingwith the CEO, complaining of discrimination. The CEOconvened a three-day facilitated retreat at which white,male managers engaged in intense discussions withminority and female managers. These discussions

revealed that there were, indeed, hidden attitudes inthe organization that were in conflict with its espousedvalues.

Since that time, Levi-Strauss has worked hard togenerate cultural change. The company developed an

"Aspiration Statement" including desired beliefs,attitudes, and behavior. The statement specifies thecompanys commitment to communication, ethicalmanagement practices, employee empowerment, andrecognition for those who contribute to it


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Conversely our beliefs and values can also bestrengthened by experience or evidence. Forexample, someone who believes in God mighthave that belief confirmed when they see a lovedone recover from cancer and see it as a miracledelivered from God. However, a person mighthave their belief in the essential goodness ofhuman beings shaken and changed if they have a

truly terrible experience.


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1.Beliefs are concepts that we hold to be true.2.Beliefs may come religion, but not always3.Values are ideas that we hold to be important.4.Values govern the way we behave,communicate and interact with others5.Beliefs and values determine our attitudes andopinions.


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Mission Statements and Vision Statements arewritten for customers and employees ofcorporations. AMission Statement can be

defined as a sentence or short paragraph writtenby a company or business which reflects its corepurpose, identity, values and principle businessaims. The definition for a Vision Statement is a

sentence or short paragraph providing a broad,aspirational image of the future.


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"G.M. is a multinational corporation engaged

in socially responsible operations, worldwide.

It is dedicated to provide products and services

of such quality that our customers will receive

superior value while our employees and

business partners will share in our success and

our stock-holders will receive a sustainedsuperior return on their investment."


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McDonald's mission statement is that they

strive to be the best quick service experience.

In order to be the best they will give

outstanding quality, service, cleanliness and

value. This should make every customer

smile.You can find more information here


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Human Process Intervention

T-group meeting does not have an explicit agenda,structure, or express goal. Under the guidance of afacilitator, the participants are encouraged to shareemotional reactions (such as, for example, anger, fear,warmth, or envy) that arise in response to their fellow

participants' actions and statements. The emphasis is onsharing emotions, as opposed to judgments or conclusions.In this way, T-group participants can learn how their wordsand actions trigger emotional responses in the people theycommunicate with. Many varieties of T-groups have

existed, from the initial T-groups that focused on smallgroup dynamics, to those that aim more explicitly todevelop self-understanding and interpersonalcommunication. Industry also widely used T-groups,particularly in the 1960s and 1970s, and in many ways

these were predecessors of


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What does nonexempt mean?When anemployee is classified as nonexempt, it means

that the employee is entitled to a minimumwage, overtime pay

Which Employees Are Considered "Exempt?"

Minimum wage, equal pay, overtime pay and

child labor requ

irements.

A

n exemption fromthe minimum wage, equal pay, overtime payand child labor provisions of the FLSA appliesto:

Employees engaged in delivery of newspapersto consumers.

.


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Organizational Culture Elements of organizational culture may include: Stated and unstated values.

Overt and implicit expectations for member behavior.

Customs and rituals.

Stories and myths about the history of the group. Shop talktypical language used in and about the

group.

Climatethe feelings evoked by the way membersinteract with each other, with outsiders, and with theirenvironment, including the physical space they occupy.

Metaphors and symbolsmay be unconscious but canbe found embodied in other cultural elements.


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Like every person has his own style of

behavior, his own personality, similarly the

organization has a distinct culture. So exactlywhat is organizational culture? Organizational

culture may be defined as a set of all the

values of the organizationThe culture of the

organization can be tiered into 3 levels basedon their visibility and how closely they are

adhered to in the organization. The first level

is Artifacts and Behaviors


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Characteristics of culture

These are very general characteristics that everyorganization would have to look into, otherwisethe culture would seem incomplete. Although all

these characteristics are at some level a part ofevery company, the importance and individualinterpretation of each differs from business tobusiness, thus making each business unique in its

own way. There are 7 primary characteristics oforganizational culture. They are listed below.


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Outcome Orientation:Some organizations pay more attention to resultsrather than processes. It is really the business model of

each business that defines whether the focus should beon the outcome or the processes. This defines theoutcome orientation of the business

Innovation and Risk Taking:Risk and returns go hand in hand. Places where youtake a risk (calculated risk of course!), the chances ofreturns are higher. Same goes for innovation. You couldeither be a follower or a pioneer. Pioneering has itsshare of risks, but at times it can also have a

breakthrough outcome for the organization. Thus,innovation and risk taking is one of the maincharacteristics of organizational culture defining howmuch room the business allows for innovation


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People Orientation:How much should be the management focus on

the people? Some organizations are famous forbeing employee oriented as they focus more oncreating a better work environment for its'associates' to work in. Others still are feudal in

nature, treating employees no better than work-machines.

Aggressiveness:Every organization also lays down the level ofaggressiveness with which their employees work.Some businesses likeMicrosoft are known fortheir aggression and market dominating strategies.


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Attention to Detail:Attention to detail defines how much importance acompany allots to precision and detail in the

workplace. This is also a universal value as thedegree of attention the employees are expected togive is crucial to the success of any business. Themanagement defines the degree of attention to be

given to details. Stability:While some organizations believe that constantchange and innovation is the key to their growth,others are more focused on making themselves

and their operations stable. The managements ofthese organizations are looking at ensuring stabilityof the company rather than looking atindiscriminate growth.


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Types of Organizational Culture

Baseball Team Culture

In this kind of culture, the employees are "free

agents" and are highly prized. These employees find

employment easily in any organization and are very

much in demand. There is, however, a considerableamount of risk that is attached to this culture, as it

is also fast paced. Examples of this kind of culture

are advertising, investment banking, etc.


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Club CultureUsually the employees stay with the organization for a longtime and get promoted to a senior post or level. Theseemployees are hand picked, and it is imperative that theypossess the specific skills required and desired, by theorganization. Examples of this kind of organization are lawfirms, the military, etc.

Academy CultureIn this kind of culture, employees are highly skilled, and theorganization provides an environment for the developmentand honing of employee skills. Examples of this kind ofculture are hospitals, universities, large corporations, etc.Employees tend to stay with the organization and growwithin it.


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Fortress Culture

Employees are not sure if the will be laid off or not

by the organization. Very often, this organizationundergoes massive changes. Few examples of this

type of culture are loans and savings, large car

companies, etc.


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Focus Group focus group is a form ofqualitative research in

which a group of people are asked about theirperceptions, opinions, beliefs and attitudestowards a product, service, concept,

advertisement, idea, or packaging.[1] Questionsare asked in an interactive group setting whereparticipants are free to talk with other groupmembers. The first focus groups were created at

the Bureau ofApplied Social Research in the USA,by associate director, sociologist Robert K.Merton.[2]


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In the world ofmarketing, focus groups are seen as animportant tool for acquiring feedback regarding newproducts, as well as various topics. In particular, focusgroups allow companies wishing to develop, package,name, or test market a new product, to discuss, view,and/or test the new product before it is madeavailable to the public. This can provide invaluable

information about the potential market acceptance ofthe product.

Focus Group is an interview, conducted by a trainedmoderator among a small group of respondents. Theinterview is conducted in an unstructured and naturalway where respondents are free to give views fromany aspect.

s


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Job description The Human Resources Director guides and manages the overall provision

of Human Resources services, policies, and programs for the entirecompany. The major areas directed are:

recruiting and staffing;

organizational and space planning;

performance management and improvement systems;

organization development;

employment and compliance to regulatory concerns; employee orientation, development, and training;

policy development and documentation;

employee relations;

company-wide committee facilitation;

company employee and community communication; compensation and benefits administration;

employee safety, welfare, wellness and health;

charitable giving; and

employee services and counseling.


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It gives direction to corporate values, corporateculture, corporate goals, and corporate missions.

Under this broad corporate strategy there aretypically business-level competitive strategies andfunctional unit strategies.

Corporate strategy refers to the overarchingstrategy of the diversified firm. Such a corporatestrategy answers the questions of "whichbusinesses should we be in?" and "how does

being in these businesses create synergy and/oradd to the competitive advantage of thecorporation as a whole?".


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Business strategy refers to the aggregated

strategies of single business firm or a strategic

business unit (SBU) in a diversified

corporation. According toMichael Porter, a

firm must formulate a business strategy that

incorporates either cost leadership,differentiation, or focus to achieve a

sustainable competitive advantage and long-

term success.


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Functional strategies include marketingstrategies, new product development strategies,human resource strategies, financial strategies,legal strategies, supply-chain strategies, andinformation technology management strategies.

The emphasis is on short and medium term plansand is limited to the domain of eachdepartments functional responsibility. Eachfunctional department attempts to do its part in

meeting overall corporate objectives, and henceto some extent their strategies are derived frombroader corporate strategies.


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Value driver

Refers to any variable that affects the value of

the company ranging from great customer

service to innovative methods .


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Formulate business strategies

Drive Long term Shareholder Value HR ScorecardStrategic Objectives Key Performance Indicators

Shareholder value

Shareholder value growth

Excellent Recruitment Process

Average lead time to recruit employees

Recruiting cost per employee

Performance of New Recruits during the First TwoYears of Employment


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Best Place to Work Annual Survey

% of Employee Turn Over

Employee Satisfaction Index


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Scatter diagram


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There are only few people who see the need for

change and take reform seriously. As a adornmentcomponent of the organization, they may be openlycriticized, ridiculed, and victimized by whatevermethods, the organization has at its disposal andthink appropriate to handle dissident and force them

to confirm to established organizational norms. Theresistance looks massive, people do just that - theyignore the fact that a change is even taking place.Their focus in on what others are doing to them. Theymake comments such as, "Why are they doing this to

me?" or "It will never happen." They tend to avoidany information that pertains to the change(s).


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As the movement change begins to grow, the

forces for and against and become

identifiable, the change is discussed, and

more thoroughly understood by more of the

organizations members


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this phase there is a direct conflict and showdownbetween the forces for and the against the change. Thisphase probably means life or death to the change

effort, people begin Feeling the Pain, and they recognizethat this change is going to be worse than they initiallythought. They experience a sense of loss over whatused to be and they mourn the "good old days." Peopleask, "Have we been doing it wrong all these years?"They feel like they have no choice or control overdecisions which affect them directly. This is the mostdifficult phase because of the painful reactions


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If the supporter of the change is in power after thecrucial encounter, they will see the remaining

resistance as stubborn and a pain. In Heal the Pain,the focus is still on self and how the changes willaffect me. But now, at least we are past feeling thepain and the focus on yesterday and are nowbeginning to look to the future and challenge for

tomorrow. It is important to note that we are still onthe bottom of the cycle and we are still dealing withpain.


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Ideally, the variables measured in OD evaluationshould derive from the theory or conceptual modelunderlying the intervention variables forimplementation and evaluation feedback.Whetherthe intervention is being implemented could beassessed by determining how many job descriptionshave been rewritten to include more responsibility or

how many organization members have received cross-training in other job skills. Evaluation of the immediateand long- term impact of job enrichment wouldinclude measures of employee performance andsatisfaction over time.


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Again, these measures would likely be included in theinitial diagnosis, when the companys problems orareas for improvement are discovered. Measuring both

intervention and outcome variables is necessary forimplementation and evaluation feedback.Unfortunately, there has been a tendency in OD tomeasure only outcome variables while neglectingintervention variables altogether. It generally is

assumed that the intervention has been implementedand attention, therefore, is directed to its impact onsuch organizational outcomes as performance,absenteeism, and satisfaction. As argued earlier,implementing OD interventions generally take

considerable time and learning. It must be empiricallydetermined that the intervention has beenimplemented; it cannot simply be assumed.


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Implementation feedback serves this purposes guiding theimplementation process and helping to interpret outcomedata Outcome measures are ambiguous without knowledgeof how well the intervention has been implemented. For

example, a negligible change in measures of performanceand satisfaction could mean that the wrong interventionhas been chosen, that the correct intervention has notbeen implemented effectively, or that the wrong variableshave been measured. Measurement of the intervention

variables helps determine the correct interpretation ofoutcome measures. As suggested above, the choice ofintervention variables to measure should derive from theconceptual framework underlying the OD intervention. ODresearch and theory increasingly have come to identifyspecific organizational changes needed to implement

particular interventions. These variables should guide notonly implementation of the intervention but also choicesabout what change variables to measure for evaluativepurposes. Additional sources of knowledge aboutintervention variables can be


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Reliability

Reliability concerns the extent to which a measure represents thetrue value of a variable; that is, how accurately the operationaldefinition translates data into information. For example, there is littledoubt about the accuracy of the number of cars leaving an assemblyline as a measure of plant productivity; although it is possible tomiscount, there can be a high degree of confidence in themeasurement. On the other hand, when people are asked to rate their

level of job satisfaction on a scale of 1 to 5, there is considerable roomfor variation in their response. They may just have had an argumentwith their supervisor, suffered an accident on the job, been rewardedfor high levels of productivity, or been given new responsibilities. Eachof these events can sway the response to the question on any given day.The individuals true satisfaction score is difficult to discern from this

one question and the measure lacks reliability. OD practitioners canimprove the reliability of their measures in four ways. First, rigorouslyand operationally define the chosen variables. Clearly specifiedoperational definitions contribute to reliability by explicitly describinghow collected


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Second, use multiple methods to measure a particular

variable. The use of questionnaires, interviews, observation,

can improve reliability and result in more comprehensive

understanding of the organization. Third, use multiple items

to measure the same variable on a questionnaire. For

example, in Job Diagnostic Survey for measuring job

characteristics, the intervention variable autonomy has thefollowing operational definition: the average of respondents

answers to the following three questions (measured on a

seven point scale): 1. The job permits me to decide on my

own how to go about doing the work. 2. The job denies me

any chance to use my personal initiative or judgment in

carrying out the work. (Reverse scored) 3. The job gives me

considerable opportunity for independence and freedom in

how I do the work.


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Research Design

In addition to measurement, OD practitioners

must make choices about how to design the

evaluation to achieve valid results. The key

issue is how to design the assessment to show

whether the intervention did in fact produce

the observed results. This is called internal

validity. The secondary question of whetherthe intervention would work similarly in other

situations is referred to as external validity.


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Longitudinal measurement

. This involves measuring results repeatedly

over relatively long time periods. Ideally, thedata collection should start before the changeprogram is implemented and continue for aperiod considered reasonable for producing

expected results


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Team development


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Forming - formalities are preserved and members aretreated as strangers.

Storming - members start to communicate theirfeelings but probably still view themselves as part oftheir parent department rather than part of the team.

Norming - people feel part of the team and realise thatthey can achieve work if they accept other viewpoints.

Performing - the team works in an open and trustingatmosphere where flexibility is the key and hierarchy isof little importance.


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Team building games

Get to know each other better

Improve communication and trust

Break down barriers Recognize and capitalize on each other's

talents and contributions

Foster creativity and innovative problem-solving

Build stellar teams


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Sensitivity training

A form of training makes people more aware of

their own prejudice and more sensitive towards

others .

Known to involve psychological techniques with

group.

It is offered by organizations and agencies to their

members so that they learn how to understand andappreciate differences among people .


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Goals

Teaching effective work practices : It was

designed as a work practice within group . Three

important elements of sensitivity training are

providing immediate feedback , focussing on inthe group process ,it is believed that number of

fixed reactions occur towards other can be

decreased and greater social sensitivity can be

achieved ,


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Open quadrant

The "open" quadrant represents things that both I knowabout myself, and that you know about me. For example, Iknow my name, and so do you, and if you have exploredsome of my website, you know some of my interests. Theknowledge that the window represents, can include not

only factual information, but my feelings, motives,behaviors, wants, needs and desires... indeed, anyinformation describing who I am. When I first meet a newperson, the size of the opening of this first quadrant is notvery large, since there has been little time to exchangeinformation. As the process of getting to know one another

continues, the window shades move down or to the right,placing more information into the open window, asdescribed below.


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Blind area

The "blind" quadrant represents things that you know about

me, but that I am unaware of. So, for example, we could be

eating at a restaurant, and I may have unknowingly gotten

some food on my face. This information is in my blind

quadrant because you can see it, but I cannot. If you now tellme that I have something on my face, then the window shade

moves to the right, enlarging the open quadrant's area. Now, I

may also have blindspots with respect to many other much

more complex things. For example, perhaps in our ongoingconversation, you may notice that eye contact seems to be

lacking. You may not say anything, since you may not want to

embarrass me, or you may draw your own inferences that

perhaps I am being insincere.


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Hidden area

The "hidden" quadrant represents things that I know aboutmyself, that you do not know. So for example, I have not toldyou, nor mentioned anywhere on my website, what one of myfavorite ice cream flavors is. This information is in my "hidden"quadrant. As soon as I tell you that I love "Ben and Jerry's

Cherry Garcia" flavored ice cream, I am effectively pulling thewindow shade down, moving the information in my hiddenquadrant and enlarging the open quadrant's area. Again,there are vast amounts of information, virtually my wholelife's story, that has yet to be revealed to you. As we get toknow and trust each other, I will then feel more comfortabledisclosing more intimate details about myself. This process iscalled: "Self-disclosure."


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Unknown area

The "unknown" quadrant represents things that neither I

know about myself, nor you know about me. For example, I

may disclose a dream that I had, and as we both attempt to

understand its significance, a new awareness may emerge,

known to neither of us before the conversation took place.Being placed in new situations often reveal new information

not previously known to self or others.


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Transactional analysis

Transactional analysis, commonly known as

TA to its adherents, is an integrative approach

to the theory ofpsychology and

psychotherapy


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Transactional analysis

Parent ego state

This is a set of feelings, thinking and behaviour that wehave copied from our parents and significant others.

As we grow up we take in ideas, beliefs, feelings and

behaviours from our parents and caretakers. If we live in anextended family then there are more people to learn andtake in from. When we do this, it is called introjecting and itis just as if we take in the whole of the care giver. Forexample, we may notice that we are saying things just asour father, mother, grandmother may have done, even

though, consciously, we don't want to.We do this as wehave lived with this person so long that we automaticallyreproduce certain things that were said to us, or treatothers as we might have been treated.


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Adult ego stage

The Adult ego state is about being spontaneous andaware with the capacity for intimacy. When in ourAdult we are able to see people as they are, ratherthan what we project onto them. We ask for

information rather than stay scared and rather thanmake assumptions. Taking the best from the past andusing it appropriately in the present is an integration ofthe positive aspects of both our Parent and Child egostates. So this can be called the Integrating Adult.

Integrating means that we are constantly updatingourselves through our every day experiences and usingthis to inform us.


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Child ego state

The Child ego state is a set of behaviours, thoughts and feelingswhich are replayed from our own childhood.

Perhaps the boss calls us into his or her office, we may immediatelyget a churning in our stomach and wonder what we have donewrong. If this were explored we might remember the time the head

teacher called us in to tell us off. Of course, not everything in theChild ego state is negative. We might go into someone's house andsmell a lovely smell and remember our grandmother's house whenwe were little, and all the same warm feelings we had at six year'sof age may come flooding back.

Both the Parent and Child ego states are constantly being updated.

For example, we may meet someone who gives us the permissionwe needed as a child, and did not get, to be fun and joyous.Wemay well use that person in our imagination when we are stressedto counteract our old ways of thinking that we must work


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Stress management

Learn better communication and interpersonal

skills to ease and improve relationship with

management coworkers .

team performance

working relationships

cooperation between team members

team spirit


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Socio technical system

It was Trist who coined the phrase socio-

technical system--Sociotechnical theory

therefore is about joint optimization, with a

shared emphasis on achievement of bothexcellence in technical performance and

quality in people's work lives. Sociotechnical

theory, as distinct from sociotechnicalsystems, proposes a


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Research into socio-technical systems began in earnestwhen factory automation led to undesirable, andunpredicted results. For example, Trist & Bamford(1951) asked the question why did increased

automation in coal mining lead to decreasedproductivity? Even though coal processing was goingbetter, and the workers were being paid higher wagesin response, absenteeism was up and morale wasdown. The companys recent improvements inautomation had shifted the organizational structureinto a form that just wasnt compatible with the culture


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Quality circles were first established in Japan

in 1962; Kaoru Ishikawa has been credited

with their creation. The first circles were

established at the NipponWireless andTelegraph Company but then spread to more

than 35 other companies in the first year.[5]


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Quality of work life

Ensuring Better Quality ofWork Life:

The quality of work life of an organization can be ensuredthrough few factors such as fair treatment, equality of allemployees, building trust and confidence, providing

professional support, displaying integrity and ensuring alllevels of communication open, encouraging we rather Iattitude and respecting human dignity. In brief, below are theparameters that ensure better quality of work life. Provide just and fair compensation to the employees Ensure hygiene work place environment.

Honor the rights of employees. Ensure effective grievance handling mechanism.Make the work place free from organizational politics. Provide opportunities for career growth to employees.

Values vs Beliefs

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